Self-aware

A self-aware organization understands its unique strengths and capacity to effect change; it also knows its limitations and boundaries.

Self-aware organizations are committed to learning and continuous improvement. They think from a systemic perspective. They recognize that every individual contributor adds value and that teams are the fundamental learning unit. They build a shared vision for success. They prioritize ongoing evaluation. And they create space for internal reflection, retooling and renewal.

Sometimes this involves formal assessment mechanisms, like grantee perception surveys or 360 program evaluations. At other times it might be as informal as a brown bag lunch or non-structured staff retreat. What matters is that the organization is consistently seeking to improve itself.

Self-awareness plays an especially important role in strategic communications. Organizations who are self-aware understand the value, and limitations, of their brand assets – their reputation, relationships and resources. They know when and how these assets can best be applied, and to what effect. They also know how to avoid the hubris of “funder knows best” thinking, which can lead less self-aware organizations into dangerous territory.

Voices

Sometimes there's a dynamic tension between communication and program. The two groups can work together to eventually get to a place that everyone is comfortable with. So this tension is not a bad thing. Everyone is doing their job. Program LeaderPrivate Foundation

Based on my grantmaking experience, when you are innovating—trying stuff, failing, and iterating—communication needs to be in the mix. You need to communicate to partners what you're trying, what's working, and what's not. Program LeaderPrivate Foundation

our positionMore people than ever understand the value of strategic communication.

The research gathered during the Communication Matters project, and shared in
this website, reflects a broad consensus that communications must be embraced as
an integral strategy for every organization seeking to advance social change.

We now believe the main challenge underlying the lack of effective communications
at many organizations is no longer about getting the importance of communications.
The opportunity lies in doing more effective communications.

methodology

From the outset of the Communication Matters project our objective was to cast a wide net and collect as many informed opinions as possible. We achieved this goal in several ways:

Formed an advisory group of communication professionals from private foundations, community foundations and nonprofits

Put out a call through the Network for “best in class” examples

Searched and reviewed the literature

Facilitated two online forums, one with communication professionals and one with program professionals

Broadly disseminated an online survey, with special outreach to CEOs, executive directors and program leaders